咨询图形样板库英文.ppt

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1、19 五月 2023咨询图形样板库英文咨询图形样板库英文PlanImplementSupportLINKS 3TextTextTextTextTextTextTextTextTextText2X2 CUBED2X2 TOWERTextTextTextTextTextTextSIZES INTextTextTextTextTextTextTextTextTextTextJOINTTextTextTextTextSPOTLIGHTTextTextTextTextTextTextSTAIRCASEStrategySkillsSystemsStaffShared valuesStructureStyl

2、e7SNew entrantSuppliersBuyersSubstitutesFORCES AT WORK5Ps MARKETINGTextTextWIRE CUBESTextTextTextTextCUTOUT 3DTextTextTextLINEAR A 3DTextTextTextTextLINEAR B 3DTextTextTextLINEAR C 3DTextTextTextLINEAR D 3DTextTextTextTextLINEAR E 3DTextTextTextLINEAR G 3DTextTextLINEAR I 3DTextTextTextTextLINEAR J

3、3DTextLINEAR N 3DTextTextTextTextTextTextLINEAR P 3DLINEAR Q 3DTextTextTextTextLINEAR Q 3DTextTextTextPROPELLER 3DSPIRAL1 3DSpiralBrakesTube in tubeSPIRAL2 3DSTARS 3DRINGS 3DPERSPECTIVE 3DARROW 3DCUBES1 3DCUBES2 3D*FootnoteSource:CUBES3 3DTextTextSCALETextTextSCALESARROWSTextTextTextTextTextTextText

4、LEVEL 1TextLEVEL 2TextTextLEVEL 3TextTextTextLEVEL 4TextTextTextTextLEVEL 5TextTextTextTextTextLEVEL 6TextTextTextTextTextTextFLOW 2TextHeaderHeaderTextTextFLOW 2 TITLETextHeaderHeaderTextFLOW 3TextHeaderHeaderTextHeaderTextTextFLOW 3 TITLETextHeaderHeaderTextHeaderTextFLOW 4TextHeaderHeaderTextHead

5、erHeaderTextTextTextFLOW 4 TITLETextHeaderHeaderTextHeaderHeaderTextTextFLOW 5TextHeaderHeaderTextHeaderHeaderHeaderTextTextTextTextFLOW 5 TITLETextHeaderHeaderTextHeaderHeaderHeaderTextTextTextFLOW 6TextTextHeaderHeaderHeaderHeaderHeaderTextTextTextHeaderTextTextFLOW 6 TITLETextTextHeaderHeaderHead

6、erHeaderHeaderTextTextTextHeaderTextBLADESTextTextTextTextBOXTextTextTextTextBOXTextTextTextTextCYCLE 1TextTextTextCYCLE 2TextTextUPON 2TextTextCYCLE 3TextTextTextCYCLE 4TextTextTextTextCYCLE 5TextTextTextTextTextCYCLE 6TextTextTextTextTextTextCYCLE 7TextTextTextTextTextTextTextCYCLE 8TextTextTextTe

7、xtTextTextTextTextTextINCOMINGTextTextTextTextTextRIBBONTextTextTextTextTextRINGTextTextTextTextTextCONTINUOUSTextTextTextTextTextTextTextTextCUTOUTTextTextTextTextLINEAR ATextTextTextLINEAR BTextTextTextTextLINEAR CTextTextTextLINEAR DTextTextTextLINEAR ETextTextTextTextLINEAR FTextTextTextLINEAR G

8、TextTextTextLINEAR HTextTextTextTextLINEAR ITextTextLINEAR JTextTextTextTextLINEAR KTextTextTextTextTextTextLINEAR NTextTextTextTextLINEAR PTextTextTextLINEAR QTextTextPROPELLERTextTextTextSTEP 5TextTextTextTextTextTextTextTextText2 ON 1TextTextTextTextTextTextAGAINSTTextTextTextTextTextAT WORKNew e

9、ntrantSuppliersIndustry competitorsBuyersSubstitutesFORCES AT WORKTextTextCOUPLED HORIZTextTextCOUPLED VERTTextTextTextTextFOCUSEDTextTextTextPARALLELTextTextTextTextSPLITTextSURROUNDTextTextTWISTEDTextTextUP&AWAYTextTextUP&DOWNThe way managerscollectively behave with respect to useof time,attention

10、,and symbolic actions The people in the organization,consideredin terms of corporate demographics,not individual personalitiesThe organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated Those ideas of what is right and desirable(in c

11、orporate and/or individual behavior)which are typical of the organization and common to most of its members The processes and procedures through which things get donefrom day to day A coherent setof actions aimedat gaining asustainableadvantage over competition Capabilitiespossessed bythe organizati

12、onas a whole asdistinct from theindividuals.Some companies perform extraordinaryfeats withordinary peopleStaffSystemsStyleSharedValuesStructureSkillsStrategy2S-5SCustomerClientsDistributorsCompetitorsSuppliers3Cs TRIANGLESkillsSharedvaluesStrategyStaffStructureSystemsStyleA coherent set ofactions ai

13、med at gaining a sustainable advantageover competition The organization chart andaccompanying baggage that showwho reports to whom and how tasks are both divided up and integrated The people in the organization,considered interms of corporatedemographics,notindividual personalities The way managers

14、collectively behave with respect to use of time,attention and symbolic actions The processes and proceduresthrough which things get donefrom day-to-dayThose ideas of what is rightand desirable(in corporateand/or individual behavior)which are typical of theorganization and commonto most of its member

15、s Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people3S-4SStyleStructureStaffStrategySystemsSkillsShared valuesThe way managers collectively behave with respect to use of time,attention and symbolic actionsCa

16、pabilities possessed by the organization as a whole as distinct from the individuals.Some companies perform extraordinary feats with ordinary peopleThose ideas of what is right and desirable(in corporate and/or individual behavior)which are typical of theorganization and commonto most of its members

17、The processes and and procedures through which things get donefrom day-to-dayThe organization chart and accompanying baggage that showwho reports to whom and how tasks are both divided up and integratedThe people in theorganization,considered in terms of corporate demographics,notindividual personal

18、itiesA coherent set of actions aimed at gaining a sustainable advantage over competition7SCompetitive positionLowMediumHighProduct/market attractivenessLowMediumHighBUSS PORTFOLIOChange visionChief ExecutiveLeadership groupsDown the lineExternal constitutionCommitmentConvictionCourageCapabilityIndiv

19、idual activityEnabling devicesCHANGE BOARD Delta Delta P P Vision andLeadershipOrganizationalInfrastructurePerformanceMeasurementPeopleDevelopmentCommunicationsProblem SolvingProcessClient managers(particularly middle management)haveskill to lead programimplementationChange in actual behaviorAction

20、plans sufficient to achieve goalsAgreement on objectives by line managementManagement of high-involvement processImplementation ornear implementationof required structureand systemsFlow of 2-way communicationsPeoples understanding,belief and contribution to act on vision and action plansAccurate mea

21、surementof action and resultsClear accountabilitiesEarly winsVisible demonstrationof new vision andvalues by clientleadershipDELTA PNatural owner Relative ability to extract value Low Medium Value-creation potential in business unit High Corporatecenter skillsBusiness unit linkagesTaxation/valuation

22、differences Industry attractivenessCompetitive positionRestructuring/rationalization opportunities“One of the pack”Retain andgive toppriorityRetain andgive priorityRetain andmanage forcode orliquidate Probablydivest DivestDivest orliquidate MACSBusiness StrategyManufacturing StrategyConfigurationSys

23、temsResearchFocusLaborPolicyProductDesignMakevs.BuyOrganizationProcessDesignMANUFACTURING STRATEGYRestructuring framework 1 5 4 3 2 PENTAGONBenefit Price Competitivedisadvantage Competitiveadvantage PRICE BENEFITReal Perceived Clients relative ability to extract valueCorporate center skillsLinkages

24、between business unitsFinancial ownership fitIndustry restructureInternal controllerShared resourcesTransfer of capabilityVertical integrationDifferences in tax positionExistence of non-cases objectivesInefficiencies in financial marketsDifference in valuation techniqueVALUE SOURCES3.Create andpursu

25、e a uniqueadvantage 2.Resegment the market to create a niche4.Exploit uniqueadvantageindustrywide 1.Do more andbetter of thesameWhen tocompete STRAT GAMEBOARDStage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage-mentExternally orientated planningForecast based planningBudget planningMeet bud

26、get and schedulePredict the futureThink strategicallyCreate the futureSTRAT MANAGESelling margin ContributionSalesSelling rateSalesAvailable selling time EffectivenessContribution Available selling time Productivity ContributionTotal selling costsEfficiencyAvailable selling timeTotal selling costsUt

27、ilizationAvailable selling timeTotal sales time Support intensitySupport costsTotal selling costsSupport leverageTotal sales timeSupport costsTREE PRODUCTIVITYMaximizeshareholdervalueGrowthroughculturalinitiativeRedeployassetsImprove corebusinessperformanceGrow throughacquisitionand/or mergerAdopt s

28、oundfinancingapproachVALUE CREATIONGANTT10HeaderTextGANTT15HeaderText#TextTextTextTextLEFT TO RIGHTTextTextTextTextTextProcess objectivesTextSub-objectivesSTUDY OBJECTIVETextTextTextTextTextTextTextTOP DOWNTextTextSCALETextTextSCALESTextTextTextTextTextTextTextTextTextText2X2 CUBEDTextTextTextTextTe

29、xtTextTextTextTextTextTextText2X2 EXTENDEDTextTextTextTextTextText2X2 TOWERTextTextTextTextTextTextTextTextTextText2X2TextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText3X3 EXTENDEDTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextTextText3X3TextTextPASS THROUG

30、HTextTextDIFFRACTIONTextTextTextFLOW DOWNTextTextTextText4 BOX 3DTextBOUNCETextTextCUBE WITH CIRCLESTextTextSEASAWPlanImplementSupportLINKS 3TextTextWAY THRUTextTextTextTextTextTextTextTextTextDECISIONSTextTextTextLOOPSTextTextTextTextTextTextROLLERSTextTextTextLEVEL 03TextTextTextTextLEVEL 04TextTe

31、xtTextTextTextTextTextTextTextLEVEL 09TextTextTextTextTextTextTextTextTextTextLEVEL 10TextTextLEVEL INVERTED 02TextTextTextLEVEL INVERTED 03TextTextTextTextLEVEL INVERTED 04TextTextTextTextTextTextTextTextTextLEVEL INVERTED 09TextTextTextTextTextTextTextTextTextTextLEVEL INVERTED 10TextText2 AROUNDT

32、extTextTextTextText4 IN 1 SQUARETextTextTextText4 IN 1 TRITextTextTextTextTextTextSIZES INTextTextCROSS SECTIONTextTextTextTextTextTextTextHONEYCOMBTextTextTextTextTextTextTextTextTextTextJOINTTextTextTextPYRAMIDTextTextTextTextSPOTLIGHTTextTextVENN 2TextTextTextVENN 3STICKERILLUSTRATIVECONFIDENTIAL

33、ESTIMATEEXAMPLEFOR DISCUSSION ONLYFOR DISCUSSIONPRELIMINARYDRAFTSTICKER OTHERCONFIDENTIALDISCUSSION DRAFTDISGUISED CLIENT EXAMPLEPRELIMINARY DRAFTPRELIMINARY ESTIMATEDISCUSSION DRAFTDISGUISEDDRAFT FOR DISCUSSIONSAMPLEBACKUPHYPOTHESISSTRAW MANTO BE COMPLETEDPROPOSEDREVISEDROUGH ESTIMATECONCEPTUALLEGE

34、NDSLegendLegendLegendMcKINSEY LOGOMOONSVery attractiveAverageVery unattractiveVery attractiveAverageVery unattractiveARROWSMISCDISCLAIMERS CLIENTThis report is solely for the use of client personnel.No part of it may be circulated,quoted,or reproduced for distribution outside the client organization

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